May 2018
Port of Tallinn An Essential Baltic Marine Infrastructure Hub May - - PowerPoint PPT Presentation
Port of Tallinn An Essential Baltic Marine Infrastructure Hub May - - PowerPoint PPT Presentation
Port of Tallinn An Essential Baltic Marine Infrastructure Hub May 2018 Disclaimer By attending this meeting where this presentation is made, or by reading the presentation slides or by accepting delivery of this document, you agree to be bound
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Port of Tallinn: Landlord Port Supporting a Strong Dividend Profile
- I. Introduction to Port of Tallinn
2
- II. Key Investment Highlights
8 Further Detail: Historical Operational and Financial Results 23 Further Detail: Deep Dive on Select Themes 19
46% 58% 65% 54% 55% 48% 52% 12%
DIVERSIFICATION
An Attractive Investment Proposition – Delivering Shareholder Value
PROFITABILITY CASH FLOW GENERATION
2017 Cash Conversion(3)
Peers Average(2) Peers Average(2)
STRONG DIVIDEND PROFILE
2017 Revenue Breakdown: €121m
41% 33% 22% 4% PAX Cargo Ferry Other
(1)
€28m
Last 10 years’ average annual dividend(4)
✓
€30m
2019-20 minimum annual dividend(5)
70%
Minimum payout policy(5) from 2021
✓ ✓
76% Adjusted for
- ne-off ferry
capex of €20m
Airports Ports Ferry Airports Ports Ferry
(1) (1)
2017 Adjusted EBITDA Margin
Resilient landlord infrastructure business model
2
Source: Company. Factset. Note: (1) PAX refers to Passenger Harbours segment, Cargo refers to Cargo Harbours segment, Other includes Botnica revenue. (2) Data sourced from company reports. Airports peers: Aena, AdP, Fraport, Flughafen Wien, Flughafen Zurich. Ports peers: GPH, NCSP, HHLA, Luka Kooper, Global Ports. Ferry peers: Tallink, Viking Line. (3) Calculated as (Adjusted EBITDA – Capex) / Adjusted EBITDA. (4) Excludes 2018 declared dividend of €105m. (5) The dividend policy excludes any one-off effects and is subject to market conditions, growth and development plans and the need to maintain a reasonable level of liquidity.
Port digitalisation leadership (e.g. SmartPort(3) for passengers, Single Window(4) for vessels) 10.6m(2) passengers serviced in 2017, including 0.6m cruise tourists
An Essential Baltic Marine Infrastructure Hub
Strategic Geographical Location Key Highlights
Operator of 2 largest domestic ferry routes: ▪ 2.2m ferry passengers and 1.0m vehicles carried in 2017 Multimodal marine infrastructure connecting with sea, road, rail and air 6,039 passenger / cruise ship calls and 1,677 cargo ship calls in 2017 19.2m tonnes of cargo handled in 2017
Vision to become the most innovative port in the Baltic Sea region
Source: Company. Note: (1) Air travel distance. (2) Excluding domestic ferry service passengers. (3) SmartPort system is a comprehensive IT platform, aiming at connecting all port devices, by interlinking the information and communication systems. (4) Single Window is a system through which the users (ship operators or authorized agents) are able to provide all necessary information (“FAL forms”) only once, while the system is able to interpret, combine and distribute this information for processing to the European network (SafeSeaNet) and the National Agencies involved. (5) HSSE: Health, Safety, Security and Environment.
Excellent HSSE(5) track record; ISO Quality and Environmental Management System compliance since 2003
POLAND RUSSIA GERMANY RUSSIA LITHUANIA LATVIA BELARUS DENMARK SWEDEN NORWAY FINLAND
Helsinki
- St. Petersburg
Riga Turku Stockholm Oslo Copenhagen Rostock Ust-Luga Primorsk Gdansk Ventspils
82km(1)
Klaipeda Saarema Tallinn City Centre
N S W E
Old Town
Old City Harbour Saaremaa Hiiumaa
Heltermaa Rohuküla Kuivastu Virtsu
W E N S
Paldiski Tallinn Muuga
ESTONIA
380km(1)
City Centre Proximity Operated Ferry Routes 3
- 10-year agreement for icebreaking
services with the Estonian Maritime Administration(2) until Q2 2022 covering northern Estonian ports
- Looking to provide various maritime
support operations from May to Nov
- Waste management through a 51%
stake in Green Marine joint venture
- Infrastructure provider between
Estonian mainland and two of the largest islands
- Services provided on 2 routes with 5
ferries, 4 of which are newbuilds(3)
- Operating under a 10-year service
agreement with the Estonian Road Administration(2) until Q3 2026
- Provision of infrastructure for vessels and
servicing of passengers and vehicles
- Lines serviced include: Tallinn – Helsinki,
Tallinn – Stockholm, Tallinn – St. Petersburg
- Serving PAX vessels’ Ro-Ro cargo
- Provision of infrastructure for vessels and
cargo operators
- Liquid bulk, Ro-Ro, dry bulk, containers,
general cargo
A Well Balanced Business Profile
Scope of Services
Passenger Harbours Cargo Harbours(1) Ferry
Key Harbours
Other
Icebreaking (MPSV Botnica) Waste Management
Source: Company. Note: (1) Excludes Paljasaare harbour which has minimal ongoing operations and is in the process of being divested. (2) A government agency. (3) For the summer peak months, TS Laevad OÜ has rented an additional vessel, with the rental period commencing on 4 June 2018 and terminating on 30 August 2018 (which can be extended by one day).
1 2
- One of the
busiest PAX ports in Europe
- Handles
almost all of PoT PAX Old City Saaremaa
- Potential to
host regional and cruise ships
3 4
- Biggest cargo
harbour in Estonia Muuga Paldiski South
- Primarily
handles Estonian export and import cargo and transit cargo
- Outsized goods
handling capacity
Estonia
1 3 4 2
5
5 5
4
55% 34% 3% 4% 4%
Passenger Harbours Business Model – Maritime Gateway into Estonia
2017 Revenue Breakdown
Vessel Charges
- Tonnage charges based on gross tonnage separately for
each call of the vessel based on public price list
- Waste fee based on vessel gross tonnage for each vessel
call, in case of passenger ships for one call per day
- Mooring charge based on the gross tonnage of the vessel
Passenger Fees
- Passenger fees per passenger based on public price list
- Line and cruise passengers fees are based on the similar
model, but have different tariffs Cargo Charges
- Pre-agreed tariffs for Ro-Ro cargo carried on PAX vessels
Source: Company. Note: (1) Other includes sales of utility and other services. (2) Port of Tallinn is subject to limitations of a market-dominant company in the passenger business, but not subject to tariffs coordination by the Competition Authority.
Rental Income
- Fixed lease income from operators using PoT’s land and
premises (commercial operators e.g. shops, restaurants)
(1)
Cruise
2017 Contribution Natural monopoly(2)
✓
Resilient PAX flow
✓
Key Customers
Regular Lines Cruise Revenue Adjusted EBITDA
Blue-chip customers
✓
41% 50% 5
46% 16% 24% 12% 2%
Cargo Harbours Business Model – Landlord Infrastructure Provider
2017 Revenue Breakdown
(1)
Cruise
2017 Contribution Key Customers
Terminal Operators Shipping Lines Revenue Adjusted EBITDA
Source: Company. Note: (1) Other includes passenger fees and sales of other services. (2) HHLA’s acquisition of PoT’s existing customer Transiidikeskuse AS announced in March 2018. (3) Electricity network fees of the Company are regulated by the Estonian Competition Authority.
Vessel Charges
- Tonnage charges based on vessel gross tonnage
- Waste fee
- Mooring
Cargo Charges
- Pre-agreed tariff based charges (volume x tariff = charge)
- Cargo charges agreed separately from operator to
- perator
- Contractual penalties if terminal operators fail to handle
pre-agreed minimum amounts of cargo Rental Income
- Fixed lease income from operators using PoT’s land and
facilities Sales of Electricity
- Calculated based on the readings of customers electricity
meters(3)
Diversified cargo mix Long term rental agreements Defined minimum volumes Blue-chip customers
✓ ✓ ✓ ✓
(2)
33% 35% 6
Ferry Business Model – Fully Subsidised Revenue Stream
Ferry Service Business Model
~ 50% ~ 30% ~ 20% Contract ~ 60% ~ 40% Collection
Contract Income Means of Payments
Fixed Fee
- Coverage of capital and interest cost,
EUR/year basis Subsidy
- Delta between contract income
and tickets sales Ticket Sales Voyage Fee
- Coverage of flexible cost,
EUR/voyage
- Indexed to fuel price (90%) and CPI
(10%) Variable Fee
- Coverage of fixed operating cost,
EUR/year basis
- Indexed to CPI (65%) and the
Estonian wage inflation index (35%)
Source: Company. Note: (1) The contract counterparty is the Estonian Road Administration (a government agency). The Ministry of Economic Affairs and Communications holds a call option on the vessel(s) at the end of the concession period, for the consideration of €26.6m per vessel, subject to adjustment in accordance with the provisions of the concession agreement.
Cruise
2017 Contribution Customer
Revenue Adjusted EBITDA
Long term, fully subsidised income stream
✓
Fees indexed to fuel price, CPI, wage index
✓
Number of passengers or vehicles are not drivers of income
✓
State of Estonia(1) 22% 13% 7
Port of Tallinn: Landlord Port Supporting a Strong Dividend Profile
- I. Introduction to Port of Tallinn
2
- II. Key Investment Highlights
8 Further Detail: Historical Operational and Financial Results 23 Further Detail: Deep Dive on Select Themes 19
Key Investment Highlights
Substantial Cash Flow Generation Attractive Macro and Industry Dynamics Driving Continued Regional Demand for Port Infrastructure Multimodal Marine Infrastructure with a Strong Competitive Position Supported by Nordic Links Track Record of Operational Excellence and Innovation Landlord Port with Diversified and Stable Revenue Streams Broad Range of Attractive Strategic Initiatives to Maximise Existing Portfolio Value Highly Experienced Management and a Supportive Governance Framework
4 1 2 3 6 7 5
8
Port of Tallinn is strategically positioned to service cargo and passenger flows into and through the Baltic Sea region
25.5% 20.9% 3.6% 3.0% 2.2%
Attractive Macro and Industry Dynamics Driving Continued Regional Demand for Port Infrastructure
1
3.7% 3.5% 3.3% 3.3% 2.5% 2.1% 1.7% 1.8%
Attractive Regional Macro Outlook Large Scale Investment Driving Demand for Port Infrastructure Increasing Influx of Travellers
2016-2020E GDP CAGR(1)
Baltic Sea Region
Number of Non-Residents Visiting Estonia(2)
2012-2016 CAGR China
Rail Baltica North – South Initiatives
N S
1 Cooperation with Port of Helsinki and others (e.g. via EU-funded projects) 2 National railway cargo operator initiatives 3
Nordic cargo and passenger flows supported by the development of North – South transportation route
European Union China US European Union Finland Russia
W E
East – West Initiatives One Belt and One Road initiative 1 High-Speed Railway (HSR) Eurasia 2
Continued investment into East – West transportation route set to grow regional cargo transhipments
China Belarus Russia Kazakhstan Latvia Lithuania Sweden Finland Russia European Union Estonia Poland Leading Institution / Country Leading Country Estonia
Note: (1) Source: The Economist Intelligence Unit. (2) Source: Eesti Pank (Estonian Central Bank).
European Union
Robust economic growth
✓
Demographic developments Flight connection investments ✓ ✓
Asian demand drivers 9
2.1 2.1 2.2 2015 2016 2017 12.3 11.8 11.7 10.6 9.0 Helsinki Stockholm Dover Calais PoT 53% Sillamäe 23% Paldiski Põhjasadam 8% Pärnu 5% Kunda 4% Others 7%
Year-round navigable
Multimodal Marine Infrastructure with a Strong Competitive Position Supported by Nordic Links
2
One of the Largest Passenger Ports in Europe Largest Cargo Infrastructure Provider in Estonia
Estonian Ports’ 2017 Cargo Volumes(2)
Essential Ferry Service Operator Between Estonian Mainland and Islands
Fleet
1 2 3 4 5
Saaremaa Hiiumaa Heltermaa Rohuküla Kuivastu Virtsu Estonia Mainland
- St. Petersburg
Sweden Stockholm Russia Estonia Tallinn Finland Helsinki
- 2h voyages to Helsinki 10-15x(1) per day
- Mini-cruises to Stockholm
- Mini-cruises to St. Petersburg
# Passengers (millions)
Well positioned for multimodal cargo transport through the region
Up to 18m natural depth Connectivity by sea, road, rail and air Digitalisation leadership Muuga port free zone
UK Sweden Finland France Estonia
Tallinn City Centre
N S W E
Old Town
Old City Harbour
Tallinn City Centre
Nordic links Proximity to City Centre
Excellent connectivity and well-developed port facilities enabling significant passenger traffic growth
Top 5 PAX Ports in Northern Europe in 2017(2) (millions)
Source: Company, Royal HaskoningDHV. Note: (1) Depending on season. (2) Based on Royal HaskoningDHV and Port of Tallinn data.
2017 PAX Breakdown Finland 48% Estonia 28% Asia 5% Sweden 3% Russia 2% Other 14% 10
3 Track Record of Operational Excellence and Innovation
Vision to become the most innovative port in the Baltic Sea region to further strengthen its competitive position Long Track Record of Operational Excellence and Innovation… … Leads to Significant Benefits to Both Customers and PoT
Customer Centricity & LEAN Operations
✓ Long track record of operations enhancing investments ✓ Significant savings in port related costs ✓ Award winning and the most innovative port in the Baltics ✓ High customer satisfaction due to smooth customer flows ✓ Excellent labor relations and HSSE(3) track record ✓ ISO 9001:2008 Quality Management System ✓ ISO 14001:2004 Environmental Management System
2000
Jul 2013 Launched Single Window for vessels 2012 Increased focus on enhancing IT and documentation management systems
Automatisation & Digitalisation
✓ Fast and efficient customer flows ✓ Integrated ERP(1) systems ✓ All documentation electronically ✓ Close to real-time KPI(2) tracking ✓ Reduced bureaucracy
…
2012 2014 2013 2016 2018
Oct 2017 Launch of SmartPort system for passengers 2010 IT equipment & software upgrade Jan 2017 Single Window co-op agreement
2015 2017
Oct 2016 Launch of SmartPort system for ferries 8% 84% 100% 2017 2018E 2019E
SmartPort usage rate(4)
Passenger segment SmartPort System
20 37 47 Dec-2016 May-2017 Dec-2017 High customer satisfaction (NPS) NPS in ferry traffic to islands Award winning port
Strong focus on digitalisation
Digitalisation of logistics chain SmartPort application
51% of cars use e-ticket and automatic traffic system 100% Single Window user rate in commercial vessel port calls 100% SmartPort usage rate in ferries segment ▪ ~1 million cars serviced in 2017
Source: Company. Notes: (1) ERP: Enterprise Resource Planning. (2) KPI: Key Performance Indicator. (3) HSSE: Health, Safety, Security and Environment. (4) SmartPort usage of all ship calls (RO-PAX line-traffic) in Old City Harbour. 2017: system launched in A/B terminal in October 2017. 2018E: Assuming A/B terminal full year + D terminal starting in 2018. 2019E: Assuming full year use in both terminals. Additional note: 100% SmartPort usage rate in ferry-traffic to islands (in 2017 ca 1 million cars serviced).
11
41% 33% 22% 4% Liquid bulk
- Ship
25% Liquid bulk
- Rail
14% RO-RO 26% Dry bulk 22% Containers 10% General cargo 3%
10-year service agreement with the state(2) expiring in Q3 2026
4
High Visibility Income Diversified Revenue Streams from Blue-Chip Customers Diversified Cargo Mix Resilient Passenger Volumes Growth
Attractive competitive position as the main passenger port in Tallinn(1) PAX Ferry Long term rental agreements (average remaining term 26 years) with cargo operators with defined minimum volumes Cargo 10-year charter agreement with the state(3) until Q2 2022 with a contracted formula for calculating Dec-Apr daily rate Botnica Landlord owner of port facilities with no concession renewal limitations for its harbours 2017 Cargo Volume Breakdown
19.2m tonnes
2017 Revenue Breakdown
State of Estonia(3)
Terminal Operators Customers State of Estonia(2)
Ferry Other(4)
Botnica
8.2% 18.7% 4.7% (17.3%) (32.6%) 4.4%
2015 – 2017 CAGR
Shipping Lines Regular Lines Cruise
Cargo(4) PAX(4)
Landlord Port with Diversified and Stable Revenue Streams
Signs of liquid bulk stabilisation – growing volumes in 2017 Q4 and 2018 Q1 (QoQ)
Source: Company. Note: (1) Port of Tallinn is not subject to tariffs coordination by the Competition Authority but is subject to certain limitations of a market-dominant company. (2) Contract counterparty the Estonian Road Administration (a government agency) has a call option on the vessel(s) at the end of the concession period, for the consideration of €26.6m per vessel, subject to adjustment in accordance with the provisions of the concession agreement. (3) Contract counterparty is the Estonian Maritime Administration (a government agency). (4) PAX refers to Passenger Harbours segment, Cargo refers to Cargo Harbours segment, Other includes Botnica revenue. (5) HHLA’s acquisition of PoT’s existing customer Transiidikeskuse AS announced in March 2018.
8.8 9.2 9.6 9.8 10.2 10.6 2012 2013 2014 2015 2016 2017
# Total Passengers (millions)
(5)
12
€65m €43m €36m 2015 2016 2017 Ferries Other
Substantial historical investment program limits capital expenditure requirements going forward
5 Substantial Cash Flow Generation
Strong Margins… …with Major Investments Completed in Recent Years…
4 newbuild ferries 5th ferry acquisition (used) Old City Harbour traffic solution Upgrade of passenger quays
Capex Adjusted EBITDA(1)
& Margin
Source: Company. Note: (1) 2016 financial information has been restated to reflect the impact of new International Financial Reporting Standards applicable to the Company from FY 2017 onwards. (2) Dividend policy was approved by the Government Shareholder on 25 April 2018. The dividend policy excludes any one-off effects and is subject to market conditions, growth and development plans and the need to maintain a reasonable level of liquidity. (3) Profit distributions are considered regular if the amount of the distribution does not exceed the company’s last three years’ average profit distributions subject to taxation in Estonia. The income tax rate for all amounts exceeding the last three years’ average profit distributions subject to taxation in Estonia will be 20%. The 14% tax rate can be applied prior to 2021 as follows: (i) in 2019 to one-third of the 2018 taxable profit distributions; and (ii) in 2020 to one-third of the 2018 and 2019 taxable profit distributions combined. In 2018, the reduced CIT rate is not yet applicable to dividend
- payments. However, in case of the lower tax rate, a withholding tax may apply if the recipient of the dividend is an individual (resident or non-resident). (4) In line with the proposed dividend policy and the proposed €105m 2018 dividend. (5) Cash conversion calculated as (Adjusted EBITDA – Capex) / Adjusted EBITDA; while adjusted cash
conversion calculated as (Adjusted EBITDA – (Capex – One-offs related to ferry acquisition or construction)) / Adjusted EBITDA.
✓ ✓ ✓ ✓
€31m €35m €48m 2015 2016 2017
Strong dividend track record
…and Attractive Shareholder Distributions
Stable dividend expectation communicated by majority shareholder Policy of distributing at least 70% of net profit from 2021(2)
Post-tax Dividend Distributions
2008-17 average annual dividend of ~€28m
€30m annual post-tax dividend distribution in 2019- 2020(2) ✓ ✓ ✓ Moderate EBITDA growth driven by Passenger Harbours and introduction
- f the Ferry business
Margin evolution driven by changing business mix ✓ ✓
…Support Significant Cash Flow Generation…
Cash Conversion(5) CIT regime supportive of regular dividend distributions
Earnings subject to CIT only when distributed (not when earned) PoT likely to have an effective tax rate of 14% on regular dividend distributions from 2019 onwards(3,4) ✓ ✓
€63m €66m €67m 67% 64% 55% 2015 2016 2017 (4%) 36% 46% 84% 78% 76% 2015 2016 2017
- Adj. Cash Conversion %
Cash Conversion %
Supporting CIT Regime
13
Potential Value Upside from Non-Operated Real Estate Portfolio
6 Broad Range of Attractive Strategic Initiatives to Maximise
Existing Portfolio Value
Additional Revenue Potential in the Passenger / Cruise Segment Attractive Strategic Initiatives to Facilitate Higher Cargo Volumes
Growth Opportunities Initiatives driving continued growth in number of passengers & expansion of service
- ffering
✓ Operational headroom (industrial parks, quays, infra) to facilitate considerably higher cargo volumes with limited investments
Muuga Harbour Paldiski South Harbour
Track record of successful co-operation with operators and infrastructure providers (e.g. Tallinn airport, national rail operator) to utilise existing operational headroom by delivering strategic initiatives
Renovation of passenger terminals Completion: 2020 Construction of parking house facilities Completion: 2020
✓ Strong pipeline of strategic projects to further diversify cargo mix and drive port volumes ✓
Development of automated mooring Completion: 2019
16.2 ha land area in Tallinn city centre available for development ✓
2017: Masterplan(1) Q1 2018: Start planning process Q3 2020: Architectural contest Q1 2021: First stage design 2023-35: Staged development(2)
Screening Ongoing LNG bunkering terminal Start: coming years(3) Muuga-Vuosaari Ro-Ro line Completed in 2017 Soybean processing Start: coming years(3) Wind-parks Rail Baltica Completion: 2026 Woodchip centre Start: 2019(3) Baltic connector gas pipe service fleet
Source: Company. Note: (1) Masterplan does not grant the Company legal ground to perform the development and is a development plan initiated by the Company. (2) Depending on market condition. (3) Source: Company. The start dates refer to start of construction, are indicative and are subject to change.
Associated capex budgeted for
Planned Ongoing Construction of cruise terminal Completion: 2019/2020 Reintroduction of the cruise turnaround product 2020 Development of SmartPort to facilitate movement of passenger cars and trucks on harbour territory Completion: 2018 Co-marketing to Asian travellers Ongoing Long-term execution of Old City Masterplan Start: 2018
Capex mainly covered by terminal
- perators
Targeting limited capex development model
Limited capex exposure:
14
Part of EU, eurozone, OECD, WTO and NATO
7 Highly Experienced Management and a Supportive Governance
Framework
Experienced Management Overseen by a Supervisory Board Supportive Majority Shareholder
Valdo Kalm CEO Joined: 2016
Previously CEO of Eesti Telekom
Marko Raid CFO Joined: 1997
Various managerial positions within PoT
Margus Vihman CCO Joined: 2016
Several executive positions at various
- rganisations
Aare Tark Chairman of the Board Üllar Jaaksoo Member of the Board Ahti Kuningas Member of the Board Urmas Kaarlep Member of the Board Raigo Uukkivi Member of the Board Maarika Liivamägi Member of the Board
Stock Exchange Compliant Corporate Governance Politically Independent Board Senior Executives with Extensive Know-How Experience in Public Shareholder Communication
Management Board Supervisory Board / Board of Directors
✓
Supervisory Board selected through a comprehensive and transparent selection process to ensure independent majority
✓
Management team with the right mix of executive experience, fully supported by a network of highly effective senior managers
✓
Transparency Financial To function as the maritime vehicle and the driver of strategic initiatives in the Estonian logistics sector Strategic To operate efficiently and profitably in order to support stable and growing dividends To set the standard for best-practice business culture
Clearly communicated commercial, strategic and transparency policy(2) for Port of Tallinn
INDEPENDENT INDEPENDENT INDEPENDENT MINISTRY OF FINANCE MINISTRY OF ECONOMIC AFFAIRS AND COMMUNICATION INDEPENDENT
Stable credit rating outlook A1 (Moody’s) and AA- (S&P)
✓
Established and stable sovereign majority shareholder
✓ ✓
Listed company experience ✓
Consistently lowest government debt levels(1) in the EU
✓
Source: Company. Statistics Estonia. Ministry of Economic Affairs and Communication. Notes: (1) Measured as general government gross debt as percentage of gross domestic product. (2) Based on the policy published by Ministry of Economic Affairs and Communication.
15
Q1 2018 Operational Update – Continued Liquid Bulk Stabilisation
Recent Developments Traffic Statistics
Cargo Volumes (th. tonnes) Q1 2017 Q1 2018 YoY Change QoQ(2) Change Total 5,000 5,019 0.4% 1.8% Liquid bulk 2,365 2,218 (6.2%) 28.0% Ro-Ro cargo 1,187 1,319 11.1% 2.7% Dry bulk 786 851 8.3% (34.0%) Containerised 464 449 (3.3%) (13.6%) General cargo 197 182 (7.8%) 77.1% # of passengers (th) Q1 2017 Q1 2018 YoY(1) Change Total 1,921 1,924 0.2% Tallinn – Helsinki 1,682 1,686 0.3% Tallinn – Stockholm 211 216 2.7% Tallinn – St. Petersburg 7 2 (66.7%) Cruise passengers
- Other(3)
21 20 (4.8%)
Source: Operational figures based on Management numbers. News snapshots from ERR and The Baltic Course. Note: (1) Quarter on quarter comparison not meaningful due to strong seasonality in passenger volumes. (2) 2018 Q1 vs. 2017 Q4 results. (3) Figures may be rounded to match total.
Strong Q1 volumes in both PAX and Cargo business
2 consecutive quarters of growth Outsized March shipments Docking of vessel 16
Q1 2018 Financial Update – Significant Cash Flow Generation
Revenue
€m Q1 2017 Margin Q1 2018 Margin Q1 Change Group Adjusted EBITDA 19.2 64.3% 17.6 59.8% (8.3%) Passenger Harbours 6.3 67.2% 5.5 62.0% (12.4%) Cargo Harbours 7.3 67.4% 6.7 64.1% (7.9%) Ferry 3.3 52.2% 2.7 41.1% (17.3%) Other 2.3 69.4% 2.7 77.6% 14.1%
Source: Based on unaudited Company financials. Note: (1) Calculated as “Purchases of property, plant and equipment” plus “Purchases of intangible assets”. (2) Calculated as “Total loans and borrowings” minus “Cash and cash equivalents”.
17
Completion of major investment program beginning to materialise in significant cash flow generation
€m Q1 2017 Q1 2018 Q1 Change Group Revenue 29.8 29.4 (1.5%) Passenger Harbours 9.3 8.8 (5.0%) Cargo Harbours 10.8 10.5 (3.2%) Ferry 6.3 6.7 4.9% Other 3.4 3.4 2.0% €m Q1 2017 Q1 2018 Capex(1) (13.2) (3.1) (Adjusted EBITDA – Capex) / Adjusted EBITDA 31.2% 82.3% Net Debt(2) 228.6 209.8
Adjusted EBITDA Other Key Items Smart Port start-up cost Change in fleet mix on the PAX lines Shift in cargo mix One-off penalty income in Q1 2017
46% 58% 65% 54% 55% 48% 52% 12%
DIVERSIFICATION
An Attractive Investment Proposition – Delivering Shareholder Value
PROFITABILITY CASH FLOW GENERATION
2017 Cash Conversion(3)
Peers Average(2) Peers Average(2)
STRONG DIVIDEND PROFILE
2017 Revenue Breakdown: €121m
41% 33% 22% 4% PAX Cargo Ferry Other
(1)
€28m
Last 10 years’ average annual dividend(4)
✓
€30m
2019-20 minimum annual dividend(5)
70%
Minimum payout policy(5) from 2021
✓ ✓
76% Adjusted for
- ne-off ferry
capex of €20m
Airports Ports Ferry Airports Ports Ferry
(1) (1)
2017 Adjusted EBITDA Margin
Resilient landlord infrastructure business model
18
Source: Company. Factset. Note: (1) PAX refers to Passenger Harbours segment, Cargo refers to Cargo Harbours segment, Other includes Botnica revenue. (2) Data sourced from company reports. Airports peers: Aena, AdP, Fraport, Flughafen Wien, Flughafen Zurich. Ports peers: GPH, NCSP, HHLA, Luka Kooper, Global Ports. Ferry peers: Tallink, Viking Line. (3) Calculated as (Adjusted EBITDA – Capex) / Adjusted EBITDA. (4) Excludes 2018 declared dividend of €105m. (5) The dividend policy excludes any one-off effects and is subject to market conditions, growth and development plans and the need to maintain a reasonable level of liquidity.
Port of Tallinn: Landlord Port Supporting a Strong Dividend Profile
- I. Introduction to Port of Tallinn
2
- II. Key Investment Highlights
8 Further Detail: Historical Operational and Financial Results 23 Further Detail: Deep Dive on Select Themes 19
Potential Value Upside from Non-Operated Real Estate Portfolio
N S W E
Old City Harbour
Plot 2 Plot 1 Plot 5 Plot 6 Plot 7 Plot 3 Old Town
Prime Real Estate in the City Centre Opportunity Overview Development Concept
- Strategic opportunity to develop prime real estate covering a total land
area of 16.2 ha near Old City Harbour in Tallinn city centre
- Total build-up area of c.460,000 gross m2 above ground (including
160,000m2 extension possibility by land reclamation)
- Recent significant increase in land development activity in Tallinn:
‒ High demand for residential developments driven by growing population and tourist arrivals in Tallinn (c. 2,027 dwellings completed in Q1-Q3 2017 and 2,264 in 2016 vs 1,850 in 2015) ‒ Growing demand for contemporary and cost effective commercial space driven by IT sector
- Key development concept selection criteria for the real estate not
directly related to port activities is to limit real estate development phase capex exposure to Port of Tallinn (e.g. landlord model)
Envisioned Development Timeline for Non-Operated Real Estate
Masterplan(1) 2030+ completed 2017 Start detail planning process Q1 2018 Architectural contest for the first stage of development Q3 2020 Start design of first stage development Q1 2021 Construction of infrastructure and first project Q2 2023 Stage by stage development (depending on the market situation) 2023-2035
Plot 1 Plot 2 Plot 3 Plot 5 Plot 7 Plot 6
Total land area of 16.2 ha
Commercial use(2) Commercial and Residential use(2)
Source: Company. Note: (1) Masterplan does not grant the Company legal ground to perform the development and is a development plan initiated by the Company. (2) Commercial use includes office, commercial, hotel, leisure, terminal, university facilities and existing facilities; Residential use includes residential and university residences.
19
East – West(2) North – South(1)
Large Scale Investment Driving Demand for Regional Port Infrastructure
Port of Tallinn is well positioned to benefit from increase in regional passenger and cargo volumes driven by strategic infrastructure investments into the development of north – south as well as east – west transportation corridors
Rotterdam Amsterdam Antwerpen Bruxelles Köln Osnabrück Bremen Bremerhaven Hamburg Hannover Berlin Warszawa Bialystok Vilnius Kaunas Panevėžys Riga Pärnu Tallinn (PAX) & Muuga (Cargo) Helsinki Current route Rail Baltica
2018
- Technical design phase
- Building permits
2019
- Start of construction
2025
- Completion of main railway from Tallinn
to Lithuania-Poland border
Total Investment
~€5.8bn (o.w. 80% EU funded)
Length
~870km
Speed
240km/h (PAX) 120km/h (cargo)
Cargo via Tallinn(3) (million tons p.a.)
5.1 in 2026 7.0 in 2055
# PAX via Tallinn(3) (million trips p.a.)
1.0 in 2026 1.3 in 2055
Tallinn PAX terminal to be connected with Old City Harbour with new tram line
✓
High-speed railway connection with rest of Europe 8x per day(3)
✓
Intermodal logistics terminal at Muuga Harbour
✓
100% EU and state funded: no direct capex exposure to PoT
✓
Total Investment
~€115bn
Length
~10,000km
Timeline
Completed by 2035
Cargo Transported (million tons p.a.)
20 in 2050
# PAX (million trips p.a.)
37 in 2050
Multiple large scale initiatives (e.g. One Belt One Road, HSR Eurasia) to improve the logistics corridor between Europe, China and rest of Asia
Railway corridor connecting Berlin and Beijing through Poland, Belarus, Russia and Kazakhstan
✓
New proposed route to cut transport time from 17 days to 10
✓
5,000 China-Europe high-speed cargo trains by 2020
✓
West Route
Paris London Amsterdam
- St. Petersburg
Moscow Helsinki Riga
Tallinn
Hamburg Berlin Warsaw Lyon Madrid Tashkent
China Russia
In addition to Rail Baltica, there are ongoing discussions to introduce a complete cargo model – combining all Baltic exports to One Belt
Rail Baltica Project
20
Note: (1) Based on EY Rail Baltica 2017 Feasibility Study dated 24 April 2017; (2) Based on information reported by Dispatch News Desk and Chinese Ministry of Transport. Inclusion of Estonia in the route has not yet been decided. (3) Base case estimates.
Theoretical Tunnel Project with Unclear Economic and Technical Viability
… Faces Challenges And Might Be Unviable On Many Levels… Finest’s Helsinki – Tallinn Tunnel Initiative…
Tallinn
~103km
Helsinki
~30min
The project is estimated to cost between €13 and 20 billion Project assumes 40% EU-funding is achieved(1) The tunnel alignment between Helsinki (airport) and Tallinn (airport) would be approximately 103 kilometers long(1) Construction of the tunnel could commence in 2025 and be completed in 2040 at the earliest(1) The projects estimates 12.5 million tunnel passengers and 4 million tonnes of cargo in 2050(1)
… And Would Still Have Limited Negative Impact If Completed
Technical viability Tunnel would be twice the length (103km) of the currently longest undersea tunnel (53km) in Japan According to FinEst there will be more line passengers in 2050 than there are today even with a completed tunnel project Questionable technical solution Proposed Tallinn station for the tunnel not optimally positioned relative to the city center Tunnel Passengers(1) Line Passengers(1)
2017 2050
~12,500,000
2017 2050
~8,800,000 ~10,500,000
Economic viability Unit construction cost relative to estimated PAX volumes disproportionally large compared to similar projects Disproportionately large financial prospect compared to size of the Finnish and Estonian Economy
21
Source: FinEst. Note: (1) based on estimates from FinEst link final feasibility study (published 7.2.2018)
Landlord Port with 4 Harbours without Concession Renewal Limitations
Old City Harbour Saaremaa Harbour Muuga Harbour Paldiski South Harbour
Description
- One of the busiest passenger
ports in Europe
- Handles 99.7% of PoT
passengers
- Potential to host regional and
cruise ships
- Biggest cargo harbour in
Estonia
- Handles c.53% of cargo
volume of PoT
- Primarily handles Estonian
export and import cargo and transit cargo
- Outsized goods handling
capability Terminals / Capabilities Two passenger terminals (A&D)
- incl. Cruise, Ro-Ro Facilities
One passenger terminal building Containers, Liquid Bulk, Dry Bulk, General Cargo, Ro-Ro Ro-Ro, General Cargo, Dry Bulk, Liquid Bulk Territory / Aquatory (ha) 56 / 94 14 / 41 567 / 682 119 / 147 Total Length of Quays (km) 5.0 0.4 6.4 1.9 Number of Quays 24 + floating 3 + floating 29 10
- Max. Depth / Length of Vessels (m)
11 / 340 10 / 200 18 / 300 14.5 / 230 Warehouse / Open Storage (000’ m2) 22 / 95
- 230 / 695
15 / 540 Oil Tank Capacity (000’ m3)
- ~ 1,550
~ 397 Development Plans
- Conversion to a fully fledged
passenger harbour
- Utilizing the potential for real
estate development on areas not needed for harbour activities
- Preparations underway to
start cargo handling activities for Saaremaa local exports / imports
- Maximum utilization of the
existing infrastructure
- Development of LNG
bunkering terminal(1)
- Development and promotion
- f the industrial park
- Development and promotion
- f the industrial park
- Long term option to construct
a new quay for handling
- utsized goods
Estonia
1 3 4 2
1 3 2
Source: Company. Note: (1) Final Investment Decision to be taken by operator. (2) Overview excludes Paljassaare harbour which has minimal ongoing operations and is in the process of being divested.
Provider of strategic marine infrastructure on a landlord basis
4
Passenger Harbours Cargo Harbours(2)
22
Port of Tallinn: Landlord Port Supporting a Strong Dividend Profile
- I. Introduction to Port of Tallinn
2
- II. Key Investment Highlights
8 Further Detail: Historical Operational and Financial Results 23 Further Detail: Deep Dive on Select Themes 19
2017 Full Year Operational Results
Cargo Traffic Statistics Passenger Traffic Statistics
Total cargo traffic (th tonnes) 2016 2017 Annual Change 2017 Share Total 20,118 19,182 (4.7%) Containerised (TEU)(1) 202,327 215,451 6.5% Containerised 1,778 1,907 7.3% 10% Other General cargo 589 615 4.4% 3% Dry bulk 3,745 4,146 10.7% 22% Liquid bulk 9,443 7,447 (21.1%) 39% Ro-Ro cargo 4,563 5,066 11.0% 26% # of cargo ship calls 1,791 1,677 (6.4%) # of passengers (th) 2016 2017 Annual Change 2017 Share Total 10,173 10,560 3.8% Tallinn – Helsinki 8,477 8,798 3.8% 83% Tallinn – Stockholm 964 1,013 5.1% 10% Tallinn – St. Petersburg 163 83 (49.0%) 1% Cruise passengers 474 566 19.4% 5% Other 95 100 5.3% 1% # of line PAX ship calls(2) 5,109 5,400 5.7% # of cruise ship calls 272 316 16.2%
Strong growth across all major routes Increasing volumes across all cargo groups except liquid bulk
Signs of stabilisation in Q4 2017 and Q1 2018
Source: Operational figures based on Management numbers. Note: (1) Twenty-foot equivalent unit. (2) Includes overnight cruises and cargo vessel calls to Group's Passenger harbours and excludes passenger vessel calls to the Group's Cargo harbours.
Change of route operator 23
2015 – 2017 Revenue Evolution
- Loss of Russian fuel oil
shipments in recent years has significantly impacted dark product (liquid) volumes in Muuga
- Decline partly offset by strong
growth across other cargo groups
- Ferry business has been
- perational since 2016 only
Q4 (started October 1)
- 2017 was first full year of
- perations
- Revenue only from ice-
breaking agreement with Estonian Maritime Administration (December 20 – April 20 each winter period)
- No revenues outside ice-
breaking season due to significant downturn in demand for offshore services
- Decline in Cargo Harbours
revenue offset by introduction
- f the Ferry segment
- Growth further supported by
the Passenger Harbours segment
- Growth mainly driven by
higher economic activity and increasing regular line and cruise passengers
- In 2016 and 2017 there was
an increase in the frequency
- f vessel calls
- Megastar replaced smaller
vessel Superstar (bigger gross tonnage) 44,3 47,5 49,9 2015 2016 2017 0,0 6,3 27,1 2015 2016 2017 93,8 103,2 121,3 2015 2016 2017 4,6 4,6 4,6 2015 2016 2017
€m €m €m €m €m
Passenger Harbours Cargo Harbours Ferry Other Group
44,9 44,8 39,8 2015 2016 2017
24
Source: Company.
2015 – 2017 Adjusted EBITDA & Margin Evolution
Note: (1) Ferry business typically has lower margins compared to traditional port business . Source: Company.
- EBITDA evolution driven by
decrease in revenues from decline in liquid bulk volumes
- Margin decrease driven by a
significant fixed cost base
- In 2016, there was a one-time
penalty income of €6.9m from shipyards due to delivery delays, which caused a spike in 2016 Ferry EBITDA margin
- 2017 EBITDA hampered by
cost of substitute vessel Hiiumaa which was only partly
- ffset by penalty income of
€3.75m from shipyards
- In 2015 Botnica received one-
- ff penalty fee of €3m for
cancellation of summer-time charter agreement
- In 2016 extreme cost-cutting
measures were put in place due to continued downturn in
- ffshore services market
- Includes equity income from
Green Marine joint venture
- Moderate overall EBITDA
growth of 3.2% p.a. in 2015- 2017 driven by growth in Passenger Harbours and introduction of the Ferry business
- Changing business mix is the
main driver of margin evolution(1)
- Passenger Harbours EBITDA
has seen moderate growth of 4.6% p.a. since 2015
- 2017 margin impacted by one-
- ff costs:
− Development of Old City Harbour Masterplan 2030 − Dredging of harbour aquatory
€m €m €m €m €m
68.7% 70.8% 66.8% 65.2% 63.5% 58.7% N/A 43.8% 31.0% 63.2% 27.4% 32.6% 66.7% 64.0% 54.8%
30,5 33,6 33,3 2015 2016 2017 29,3 28,4 23,3 2015 2016 2017 62,5 66,1 66,5 2015 2016 2017 2,9 1,3 1,5 2015 2016 2017 PAX adjusted EBITDA Cargo adjusted EBITDA Ferry adjusted EBITDA Other adjusted EBITDA Group adjusted EBITDA Adjusted EBITDA margin, % Adjusted EBITDA margin, % Adjusted EBITDA margin, % Adjusted EBITDA margin, % Adjusted EBITDA margin, %
Start-up costs that could not be capitalized
- 0.1
Passenger Harbours Cargo Harbours Ferry Other Group
Botnica contract lost
2,8 8,4 2015 2016 2017
25
Key Financials Overview
Consolidated Income Statement(1)
€m 2015(2) 2016(2) IFRS Restatements 2016 (restated) 2017 Revenues 93.8 95.9 7.3 103.2 121.3 Other income 5.8 15.4 (7.3) 8.1 4.8 Operating expenses (23.5) (29.3) (1.1) (30.3) (41.0) Personnel expenses (12.4) (14.1) (14.1) (18.0) Depreciation, amortization and impairment losses (22.5) (17.4) (17.4) (26.4) Other expenses (0.8) (1.6) 1.1 (0.6) (0.4) Operating Profit 40.4 48.9 48.9 40.3 Net finance costs (1.3) (1.0) (1.0) (2.3) Share of profit of equity-accounted investee 0.2 0.4 0.4 0.3 Tax benefit / (expense) (8.4) (8.8) (8.8) (12.0) Profit for the year 30.9 39.5 39.5 26.4 Operating profit 40.4 48.9 48.9 40.3 Depreciation, amortization and impairment losses (22.5) (17.4) (17.4) (26.4) Profit/loss from investments in joint venture under equity method
- f accounting
0.2 0.4 0.4 0.3 Amortisation of the government grants (included in other income) (0.5) (0.6) (0.6) (0.6) Adjusted EBITDA 62.5 66.1 66.1 66.5
Adjusted EBITDA Margin 66.7% 68.9% 64.0% 54.8% Operating Profit Margin 43.0% 51.0% 47.4% 33.2% Net Profit Margin 32.9% 41.2% 38.3% 21.8%
Source: Company. Note: (1) 2016 financial information has been restated to reflect the impact of new International Financial Reporting Standards applicable to the Company from FY 2017 onwards. (2) 2015 and 2016 (not restated) are based on the 2016 audited annual report.
26
Key Financials Overview (Cont’d)
Consolidated Balance Sheet(1)
€m 2015(3) 2016 2017 Current assets 35.2 67.6 16.5 Including cash and bank accounts 25.9 49.9 7.0 Non-current assets 545.9 571.1 580.6 Total assets 581.1 638.7 597.1 Total liabilities 238.4 291.7 271.3 Including loans, bonds etc. 196.8 246.1 235.6 Total equity 342.7 347.0 325.8 Including share capital(2) 185.2 185.2 185.2 Including retained earnings 108.9 104.8 96.3 Including profit for the period 30.9 39.5 26.4 Total liabilities and equity 581.1 638.7 597.1
Source: Company. Note: (1) 2016 financial information has been restated to reflect the impact of new International Financial Reporting Standards applicable to the Company from FY 2017 onwards. (2) At nominal value. (3) 2015 is based on the 2016 audited annual report.
27
Key Financials Overview (Cont’d)
Consolidated Cash Flow Statement(1)
€m 2015(2) 2016 2017 Cash flow from operating activities 59.3 50.5 43.4 Cash receipts for sale of goods or services 102.6 107.4 127.8 Cash receipts related to other income 1.6 0.3 0.5 Payments to suppliers (33.0) (37.3) (48.7) Payments to and on behalf of employees (11.3) (11.9) (14.8) Payments for other expenses (0.6) (0.2) (0.7) Income tax paid on dividends
- (7.8)
(20.6) Net cash (used in)/from investing activities (63.3) (38.8) (25.4) Purchases of property, plant and equipment (PPE) (65.2) (39.2) (25.2) Purchases of intangible assets (0.2) (0.7) (1.3) Proceeds from sale of PPE 1.9 0.7 0.5 Proceeds from connection fees 0.2
- 0.0
Proceeds from government grants for non-current assets 0.0 0.3 0.3 Dividends received
- 0.2
Interest received 0.0 0.0 0.0 Net cash used in financing activities 18.0 12.4 (60.9) Issue of bonds 60.0 75.0 105.0 Redemption of bonds (2.5) (2.5) (111.3) Proceeds from loans 15.0
- Repayment of loans
(21.4) (23.2) (6.8) Change in overdraft
- 2.6
Finance lease principal repayments
- (0.0)
(0.0) Dividends paid (31.2) (35.0) (48.0) Interest paid (1.9) (1.9) (2.5) Other payments related to financing activities (0.0) (0.0) (0.0) Net cash flow 14.0 24.0 (43.0)
28
Source: Company. Note: (1) 2016 financial information has been restated to reflect the impact of new International Financial Reporting Standards applicable to the Company from FY 2017 onwards. (2) 2015 is based on the 2016 audited annual report.
Key Financials Overview (Cont’d)
Revenue and Earnings by Segment(1)
Source: Company. Note: (1) 2016 financial information has been restated to reflect the impact of new International Financial Reporting Standards applicable to the Company from FY 2017 onwards. (2) “Other” includes a total of €5.95m as cost of impairment loss in 2017.
€m Passenger Harbours Cargo Harbours Ferry Other Group 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 Vessel dues 25.8 27.5 21.3 18.4
- 47.1
45.8 Cargo charges 1.5 1.6 7.8 6.4
- 9.3
8.0 Passenger fees 16.4 17.0 0.0 0.0
- 16.4
17.0 Sale of electricity 0.8 0.7 4.7 4.6
- 5.5
5.3 Sale of ferry services - revenue from ticket sales
- 1.9
10.8
- 1.9
10.8 Sale of other services 0.8 1.1 0.9 0.9
- 0.0
- 0.0
1.7 2.1 Rental income 2.2 2.0 10.0 9.4 0.0 0.5
- 12.2
11.9 Charter fees
- 4.6
4.6 4.6 4.6 Sale of ferry services - government support
- 4.4
15.8
- 4.4
15.8 Total segment revenue 47.5 49.9 44.8 39.8 6.3 27.1 4.6 4.6 103.2 121.3 Depreciation, amortization and impairment loss(2) (4.8) (4.6) (10.0) (8.7) (0.3) (4.9) (2.4) (8.2) (17.4) (26.4) Segment operating profit 28.9 28.8 18.9 15.1 2.5 3.5 (1.5) (7.1) 48.9 40.3 Depreciation, amortization and impairment loss(2) 4.8 4.6 10.0 8.7 0.3 4.9 2.4 8.2 17.4 26.4 Amortisation of the government grants (0.1) (0.1) (0.5) (0.5)
- (0.6)
(0.6) Profit/loss from investments in joint venture under equity method of accounting
- 0.4
0.3 0.4 0.3 Adjusted EBITDA 33.6 33.3 28.4 23.3 2.8 8.4 1.3 1.5 66.1 66.5 Adjusted EBITDA margin 70.8% 66.8% 63.5% 58.7% 43.8% 31.0% 27.4% 32.6% 64.0% 54.8%
29